🤔 Dear Lewis, my managers won't hold their teams accountable. How do I fix this?
In today's edition, a VP grapples with managers avoiding accountability—and discovers a step-by-step method to turn hesitation into leadership strength.
Welcome back to "Dear Lewis," where we unpack leadership conundrums faster than I unpack my suitcase after a business trip (which, let’s be honest, can take weeks). Today, we’re diving into a tale as common in corporate America as coffee stains on white shirts: The Mystery of the Vanishing Accountability.
Meet Anya: A VP in a Pickle
Our protagonist is Anya, a VP facing a challenge that would make even the most seasoned leader cringe. Her front-line managers seem to believe that "accountability" is as mythical as unicorns or printers that never jam.
When Anya came to me, she looked like someone trying to herd cats through a dog show. “Lewis,” she sighed, “I feel like I’m running a corporate version of Where’s Waldo? Except instead of Waldo, I’m searching for anyone willing to take responsibility for, well, anything.”
Oh, Anya. I felt her pain. It reminded me of the time I tried to implement a “no excuses” policy in my own life—only to discover I had more excuses than a teenager caught sneaking in after curfew.
But fear not! I had a trick up my sleeve to help Anya solve the mystery: The ACCOUNT Method.
The ACCOUNT Method
A - Acknowledge the Awkwardness
First, we had to address the elephant in the room—the reluctance to own up to responsibilities.
We brought Anya’s managers together for a “Candid Camera Confessional.” No actual cameras were involved, but the honesty was raw enough to win an Emmy.
One manager admitted, “I’d rather eat a bowl of nails than tell someone they’re not meeting expectations.” Another confessed, “I’m so conflict-avoidant, I apologize to my chair when I bump into it.”
I shared my own moment of truth: “Folks, I once avoided giving feedback for so long, my employee thought he’d been transferred to another department.”
C - Confront the Comfort Zone
Next, it was time to push boundaries with an "Accountability Bootcamp." Managers role-played tough conversations while balancing on one foot. Why? Because if you can hold someone accountable while hopping around like a flamingo, you can do it anywhere.
Was it ridiculous? Yes. Did it work? Absolutely.
C - Cultivate Courage
We needed to grow some backbone, so I introduced the “Courage Smoothie” exercise. Managers wrote down their fears about accountability, blended them up (metaphorically), and "drank" the concoction of their concerns.
One manager said, “I feel like I just swallowed a fear sandwich.” I replied, “Good—now chase it with a shot of bravery.”
O - Operationalize the Obvious
We created the “Duh” system: simple, overlooked steps to operationalize accountability:
The "Say What You Mean" policy
The "Follow-Up or Fess Up" rule
The "Consequences Are Not a Dirty Word" mantra
We even launched an email with daily reminders like: “Accountability is like deodorant. If you think you don’t need it, you’re probably the one who needs it most.”
U - Unify the Unsure
To unite the team, we created “Accountability Avengers” t-shirts. Was it cheesy? Like a Wisconsin gift shop. Did it work? Like a charm on a first date.
Our slogan: “In a world of finger-pointers, be the one who points at the mirror first.”
N - Navigate the Naysayers
Every revolution has its resistors. To address them, we implemented a "Complaint Conversion Kit": for every complaint about accountability, we identified two positive outcomes.
For example:
“It’s too hard” became “It’s challenging, but it will make us stronger.”
“It’s uncomfortable” became “It’s an opportunity to improve posture and performance.”
T - Track the Transformation
Finally, we tracked results—from completed projects to the number of times someone said “I’ll handle it” in meetings. Wins were celebrated with an “Accountability Dance-off.” Imagine executives doing the robot while chanting “We take ownership!” It was glorious—and horrifying.
The Results
Six months later, the transformation was clear. Projects were on time, feedback flowed like wine at an open bar, and “accountability” no longer triggered spontaneous naps in meetings.
The crowning moment? During a high-stakes client meeting, one of Anya’s managers not only took responsibility for a hiccup but also outlined a solution before the client could even furrow their brow.
Anya later told me, “It was like watching a swan emerge from an ugly duckling—except the swan was spouting quarterly projections, and the duckling was… well, still my team, but with better posture.”
The Moral of the Story
Accountability isn’t about blame—it’s about creating a culture where everyone is the hero of their own story.
As for me, I’ve learned that teaching accountability starts with embracing your own flaws. Nothing says “I’m responsible” like admitting you once hid in a supply closet to avoid a difficult conversation. (Not that I’ve done that… recently.)
Remember: in the grand circus of corporate life, accountability is the tightrope we all walk. With practice and a good sense of humor, you’ll be dancing across it in no time.
Keep your standards high and your excuses low.
Accountably yours,
Lewis C. Lin
Simple, right? Well, not always
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